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The Province has released a new Provincial Planning Statement 2024 that comes into force on 20 October 2024. The new PPS consolidates the Provincial Policy Statement, 2020 and A Place to Grow: Growth Plan for the Greater Golden Horseshoe. Key changes include: encouraging the building of more homes in areas close to major transit stations, promoting building more homes on underused low-density lands like shopping plazas and malls. The new PPS also encourages building a broader range of housing options, including housing for students and seniors. It supports better and more integrated planning for future growth in a way that maximizes public investment by, for example, promoting better coordination between municipalities and school boards.
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The Province has opened applications for for funding under the $400 million Housing-Enabling Core Servicing stream of the $1 billion Municipal Housing Infrastructure Program to build, maintain, and repair core assets such as municipal roads, bridges and culverts that will support the construction of new homes. Of the $400 million, the government is allocating another $120 million to projects in small, rural and northern municipalities that do not have housing targets to better support the unique needs of these growing communities. Eligible projects include any road and bridge assets that enable housing infrastructure and promote growth in communities. These projects must be a net new, rehabilitation, repair, reconstruction or replacement project. More information about the program and how to apply is available at ontario.ca/housinginfrastructure.
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In another announcement made at the AMO Conference, Minister of Health Sylvia Jones stated the Province will ban consumption sites near schools and daycares while investing $378 million more in 19 new Homelessness and Addiction Recovery Treatment (HART) Hubs. HART Hubs will add up to 375 highly supportive housing units, in addition to addiction recovery and treatment beds, that will help thousands of people each year transition to more stable long-term housing. With a focus on treatment and recovery, HART Hubs will not offer “safer” supply, supervised drug consumption or needle exchange programs.
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OMERS generated a net investment return of 4.4%, or a gain of $5.6 billion, during the six-month period from January 1 to June 30, 2024. For the period ended June 30, 2024, the Plan earned a 10-year average annualized net investment return of 7.1%, a gain of $67.5 billion. Net assets totaled $133.6 billion. |
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The Province has decided to conduct a governance review of OMERS. The last governance review conducted by the Ontario government was in 2012. The governance review is envisioned to "be similar to the review undertaken in 2012, with a focus on assessing the effectiveness of the OMERS Sponsors Corporation and OMERS Administration Corporation in delivering on their respective mandates, the composition of the two corporations’ governing boards in effectively representing the interests of employers, members and retirees, and the efficiency of decision-making processes to deliver the best outcome for plan members.
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Webinar Tomorrow -- Last Chance to Register |
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Open-House Webinar #2: Mastering the Art of Managing Difficult Direct Reports 23 August 12:15--1:15
What to Expect:
Join us for an engaging and interactive session where you will have the opportunity to share experiences with peers and explore practical solutions to common challenges faced when managing direct reports. This session will not be recorded and is only available to OMAA members. Format:
1. Welcome and Topic Overview
2. A case study will be posed
3, Breakout groups will be utilized (depending on numbers) so that people can share their experiences more readily.
4. Report back
5. Repeat steps 2-4 for case study #2 Case Study #1 Background:
Alex recently became the Deputy Chief Administrative Officer (DCAO) of a growing municipality. One of Alex’s department heads, Lisa, who has been with the municipality for over 15 years, applied for the Deputy CAO role but was unsuccessful. She had been a strong internal candidate with a deep understanding of the organization, but the hiring committee decided that Alex, an external candidate with fresh perspectives and experience from a larger municipality, was the better fit. Since Alex’s appointment, Lisa’s behavior has changed noticeably. She has become increasingly distant and uncooperative. Meetings between the two have become tense, with Lisa often questioning Alex’s decisions and resisting directives. Her attitude has created a rift between her department and the rest of the leadership team, leading to delays in critical projects. This situation is also impacting team morale, as Lisa's department members are caught between their loyalty to her and the need to align with the broader organizational direction.
Discuss:
What strategies could be used to ensure that Lisa feels valued and motivated despite not receiving the promotion? How should Alex manage the impact of Lisa’s behavior on her department and the broader organization while trying to maintain a constructive relationship? If Lisa’s behavior does not improve, what steps should Alex consider to address the situation while maintaining the integrity of the leadership team?
Breakout groups to report back in 15 minutes Case Study #2 Background:
Karen is the CAO of a mid-sized Ontario municipality. She has been in her role for two years and has worked to build strong relationships across various departments. However, she faces ongoing challenges with Mark, the Fire Chief. Mark has been with the municipality for over 20 years and has a close relationship with several members of the municipal council. Given his long tenure and the essential nature of his role, Mark feels that he should have direct access to the council, bypassing Karen. Some members of the council, who value Mark’s long-standing service and expertise, have also shown a willingness to listen to him directly, further complicating the issue. Mark often disregards Karen’s directives and insists on reporting directly to council members, creating tension within the leadership team. Karen is concerned that this situation could weaken her leadership and disrupt the chain of command, leading to broader organizational issues.
Discuss: How should Karen manage this situation? What are the potential risks if the current situation persists, and how can they be mitigated? If Mark continues to bypass Karen, what actions should be considered, and how can they be implemented without further escalating the situation? |
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Managing Director, Black Entrepreneurs Fund |
The Business Development Bank of Canada (BDC) is a different kind of bank. As a Crown corporation wholly owned by the Government of Canada, BDC is devoted to Canadian entrepreneurs. With over 60,000 clients and $52.1 billion committed to small and medium-sized businesses, BDC helps create and develop strong Canadian enterprises through financing, growth and transition capital, venture capital, and advisory services. The bank’s team of 2,900 employees supports entrepreneurs in all industries and at all stages of development, operating from more than 123 business centres across Canada and online at bdc.ca. Headquartered in Montreal, BDC has been committed to the long-term success of Canadian entrepreneurs since its founding in 1944, understanding that a business is more than just dollars and cents. Complementing the role played by private-sector financial institutions, BDC’s debt obligations are secured by the Government of Canada and issued to public and private-sector institutions.
BDC aims to empower a nation of dreamers and doers to build a better tomorrow for all. Their strategic objectives aim to support Canadian entrepreneurs in building strong and resilient businesses and, in doing so, contribute to creating a more prosperous, competitive, and inclusive Canada. It is within this context that BDC invites nominations and applications for the role of Managing Director, Black Entrepreneurs Fund, a position that oversees a $100-million-dollar investment fund specifically focused on growing and supporting the number of Black-entrepreneur-led companies in Canada.
The Managing Director is responsible for the overall leadership of the Black Entrepreneurs Fund. This individual has a passion for supporting the growth of entrepreneurs, is a true model and champion of innovation, and is a compelling and dynamic leader. With a strong understanding of, or direct expertise in, investments, finance, or capital markets, the Managing Director will oversee the design of investment vehicles that generate returns while bringing much-needed equity capital to this ethnocultural segment of the market. They will represent BDC in the ecosystem as part of the Impact Platform and be responsible for the execution of the mandate, working with key partners in the marketplace and specifically with the Black community across Canada.
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The Township of Scugog is within the Durham Region and part of the Greater Toronto Area (GTA). It is a growing community of approximately 21,580 people on the shores of Lake Scugog with a vibrant rural agricultural sector and tourism focused small-town charm. The Township of Scugog provides opportunities for businesses and employers to flourish professionally, while establishing a quality of life through a four-seasons lifestyle. Access to Lake Scugog, historic downtown Port Perry, and a world-class local health-care system are all reasons to call Scugog home.
Reporting to Mayor and Council, the Chief Administrative Officer has overall accountability to ensure and oversee the effective administration of the Corporation. The CAO will be responsible for providing corporate vision and leadership for administering, planning, organizing, directing and controlling all municipal operations and services in accordance with municipality policies and relevant legislation. Delivering on the strategic vision, the CAO is responsible for the management and stewardship of assets, administration, human resources, communications, business and the financial health of the corporation. Operating in a public profile environment, the CAO provides high level representation to provincial government, media, community and public organizations. A strategic leader, the CAO will provide direction to the long-term strategic planning process to ensure the effective and efficient delivery of corporate services for the betterment of the community.
Closes: 12 September 2024
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The Township of Ramara is a rural gem nestled in Central Ontario just 90 minutes from the GTA. Positioned on the breathtaking northeastern shores of Lakes Simcoe and Couchiching, Ramara is the gateway to natural beauty with access to two provincial parks, pristine beaches, and scenic trails. Ramara is home to just over 10,000 full-time residents, a number that swells in the summer months with seasonal residents and visitors. Whether it is the rural, small-town lifestyle, the friendly people, the beautiful scenery or infinite outdoor adventures, there are many reasons people from near and far choose Ramara as their home.
The CAO plays a pivotal role in steering the municipality’s administration, with a focus on service excellence! We are looking for a dynamic and forward-thinking leader, who wants to make an impact on our organization and our community! The team in Ramara is comprised of a staff who thrives on being creative and coming up with new and innovative ways to meet the ever changing needs of our community! Reporting to and advising a Council consisting of the Mayor, Deputy Mayor and five Councillors, the CAO oversees the administration and operations of the Township and its $37M+ budget by providing strategic leadership and direction to a talented municipal leadership team to develop and deliver excellence in programs and services that align with Council’s direction and the Township’s Strategic Plan.
The ideal candidate should have strong leadership skills and be able to effectively manage the unique challenges faced by the Township. The candidate will need to establish and nurture positive relationships with staff, elected officials, neighboring municipalities, upper-tier government, and the community to achieve the organization's strategic objectives. As a visionary leader, the CAO will be responsible for inspiring teams, fostering innovation, and creating an environment that supports success while keeping up with public administration trends. The ideal candidate should excel in change management, effectively communicate with stakeholders, and possess exceptional decision-making skills. It is important for the candidate to align tasks and initiatives with the organization's long-term vision and goals to drive sustainable growth and success.
The Township offers a comprehensive benefits package, enrollment in the OMERS pension plan and a salary ranging from $174,124 - $203,700.
Closes: 25 August 2024
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Director of Corporate Services |
The Corporate Services Department is responsible for providing administrative support services, as needed, to Council and to all City departments. The Department carries out the statutory duties of the City’s Clerk’s Office, and is responsible for telecommunications, information technology and strategic initiatives of the City. The department is also responsible for providing support and advice to the Chief Administrative Officer (CAO) and Council on all statutory, operations and custodial matters affecting the Corporate Services of the City.
This position participates on the Senior Management Team (SMT) and is a key advisor to the CAO and Council, recommending policies, plans and programs that will benefit Quinte West by being strategic, innovative, practical and fiscally sound. Leading a talented team of staff, this position guides and inspires a dedicated workforce in their efficient delivery of these municipal services and helps shape a workplace culture founded on trust and transparency. Reporting to the CAO, the Director of Corporate Services will assist in the development of corporate and departmental policies. The position is responsible to the CAO and Council on all statutory, operational and custodial matters affecting the corporate services of the municipality. Matters of a confidential nature shall be treated with due regard for the best interests of the municipality and its staff.
Closes: 23 August 2024 |
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Municipality of Whitestone (Dunchurch, ON) |
Located on the Canadian Shield within the District of Parry Sound, the Municipality of Whitestone is a sparsely populated community with a number of settlement areas, numerous lakes with rocky/rugged shorelines and a significant amount of Crown lands. Whitestone is anchored by the communities of Dunchurch, Maple Island, Whitestone and Ardbeg, and is the permanent home to approximately 1,100 residents. This number grows to over 5,000 seasonally between May and October.
Formed in 2000, Whitestone features a strong rural / agricultural community, as well as outstanding volunteer support for community programs and activities. Due to an impending retirement, the Municipality of Whitestone offers an attractive employment opportunity for a CAO/Clerk. The CAO/Clerk role will report directly to the five-member Council. The CAO/Clerk will provide effective advice and support to Council, implementing their decisions efficiently, and effectively in conjunction with the Senior Management Team. The CAO will provide energetic and creative leadership to ensure alignment of operations with the Municipality’s strategic priorities within the $6.7 Million municipal budget.
Closes: 23 August 2024 |
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Greater Napanee’s Deputy CAO Brandt Zatterberg has retired.
City’s of Belleville CAO Matt MacDonald announces some changes to Corporate Services Department.
Congratulations to City of Kitchener CAO Dan Chapman, County of Huron CAO Meighan Wark, Township of Amaranth CAO Nicole Martin, and City of Orillia Deputy CAO Amanpreet Singh Sidhu for being elected to the AMO Board of Directors.
The Regional Municipality of York received a PJ Marshall Municipal Innovation Award for its or its automated transit facility inspection program. The Town of Midland received a PJ Marshall Municipal Innovation Award for leveraging AI for Enhanced Risk Assessments for Water and Wastewater Infrastructure. The City of Peterborough received a PJ Marshall Municipal Innovation Award for its Modular Bridge Housing Community project. |
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Late August is rough for me as I get incredibly itchy due to seasonal allergies. Yes, dogs can get seasonal allergies too.
It's a time when I have to put "mind over matter" and use my willpower to overcome physical challenges. I take some heart from Marcus Aurelius: "You have power over your mind—not outside events. Realize this, and you will find strength." This quote captures the essence of Stoicism, where control over one's mind is seen as the key to enduring life's difficulties with grace.
Friedrich Nietzsche also emphasized the power of the mind, stating, "He who has a why to live can bear almost any how." This quote reminds us that with a strong purpose and a determined mind, we can overcome even the most daunting obstacles.
In essence, putting mind over matter is about recognizing the strength of our thoughts and using that strength to navigate the challenges of life. When we harness the power of our mind (with some help from Benedryl), we not only endure but thrive, turning potential setbacks into stepping stones toward our goals. |
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The Maureen McCauley Bursary offers $5,000 annually to support the education of future municipal government leaders.
The Bursary is available to any student in a post secondary program meeting the following criteria:
(1) Is a student residing in Ontario
(2) Is a student that has completed at least one year of an Ontario university or an Ontario community college program that has the potential to lead to a municipal government career.
(3) Has submitted the completed Application Form, accompanied by the noted requirements
The OMAA Awards Committee will assess all submissions under approved evaluation criteria. The successful candidate will be advised of their award in October. Bursary funds will be made available to the successful applicant shortly thereafter. Although not mandatory successful candidates will be invited to attend the OMAA Fall Workshop virtually or in person to receive their Bursary award.
Applicants must complete the application form and also develop a 2-3 minute video which would outline the significance of municipal government service delivery and the value of professional management thereof. Examples are included on our website. Applications close on 30 September 2024. |
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The Robert Baldwin Award is Ontario's highest award for municipal public service. Winners must demonstrate significant and lasting contributions to municipal and local government plus service to the community, the province, and the country.
The award was inspired by the achievements of Robert Baldwin: a principled political figure active in the mid-1800s. Baldwin wrote the first Municipal Act, supported religious tolerance and women's rights, was one of the first proponents of a bi-cultural nation and popularized the idea of "responsible government".
The Robert Baldwin Award is presented at the Fall Workshop when suitable candidates are identified. Nominations are accepted by the Awards Committee, with the name of the selected candidate tabled for Board approval. Nominations will be accepted until 30 September 2024 |
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StrategyCorp's Municipal Chief Administrative Officer (CAO) Survey 2024 covers the top issues facing CAOs including but not limited to recruiting and retaining staff and building a strong organizational culture against the backdrop of a rapidly evolving policy landscape; balancing affordability for residents with growing financial pressures; managing contentious relationships with the public: gearing up emergency preparedness and response initiatives for intense weather events.
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The Eastern Ontario Warden's’ Caucus' (EOWC) Mind the Gap paper finds that closing the capital investment gap for current infrastructure would require an additional minimum annual investment of $578 million a year (beyond the 10-year average of $403 million already being invested).
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